call-for-papers

Special Issue: Microfoundations of Value Creation, Knowledge and Engineering Management


IEEE Transactions on ENGINEERING MANAGEMENT
Special Issue: Microfoundations of Value Creation, Knowledge and Engineering Management


IEEE Transactions on 
ENGINEERING MANAGEMENT

Guest Co-Editor(s)

Prof. Manlio Del Giudice* 
University of Rome “Link Campus”, Rome, Italy
Email: m.delgiudice@unilink.it

Prof. Sanjay Kumar Singh
Abu Dhabi University, Abu Dhabi, UAE
Email: sanjay.singh@adu.ac.ae 

Prof. Arvind Malhotra
Kenan-Flagler Business School, USA
Email: Arvind_Malhotra@kenan-flagler.unc.edu

Theme

Value in organization is co-created (Sanders & Stappers, 2008) and creation of value through stakeholder management is key to firm performance (Freeman, 2010) though scholars disagree on how to explore and exploit knowledge that are in possession of firm’s key stakeholders (Tantalo & Priem, 2016) and also that reside in varied forms across organizational cosmos.  The connotation of value along with methods of value creation on the continuum have shifted from ‘product’ to ‘firm’ to ‘personalized experiences of consumers’ (Prahlad & Ramaswamy, 2004), we need to explore how firm should leverage knowledge management architecture (Al-Ahbabi et al., 2019) to co-create value together while engaging with all relevant stakeholders (Freeman, Harrison, & Wicks, 2007) and stay focused on developing different types of values (Parmar et al., 2010) through knowledge and engineering management. 

The idea of value creation which has been conceptualized to comprise integration of resources in service ecosystems (Vargo & Lusch, 2015), and anchored on the macro constructs (Storbacka, Brodie, Böhmann, Maglio, & Nenonen, 2016), have largely underemphasized the contributions of the other side of the coin – the microfoundations perspectives that have received research impetus in organizational theory and strategic management of late (e.g., Storbacka et al., 2016; Barney & Felin, 2013; Gold, Malhotra & Segars, 2001) but not much academic work done and published. Though we find literature leveraging microfoundational perspective using role of routines, networks, ambidexterity, and HR capabilities (Singh et al., 2019; Felin, Foss, & Polyhart, 2015) in value creation, still the road ahead remains to be explored on how firm’s knowledge and engineering management architecture be grounded in the microfoundations of value creation activities in the organization. Moreover, knowledge as key strategic assets have been identifies as key capabilities (Eisenhardt & Martin, 2000) used in the value creation process for sustainable competitive advantages of firms in the dynamic markets (Santro et al., 2019; Monalisa et al., 2008). 

* Corresponding Guest Editor

On the other hand, engineering management which is the melting pot technological problem solving skills & capabilities and management skills and capabilities required to perform functions in engineering driven firms. However, knowledge and engineering management skills and competencies are the cogs in the wheel which enterprises uses as microfoundations of their dynamic capabilities but how do they operate in value creation processes remains largely unexplained in the extant literature. Therefore, we have designed this Special Issue (SI) Call for Papers (CFP) in the context wherein the purpose is to unpack how individual level factors relate with team and organizational level variables to impact value creation to enhance firm performance. In other words, our call for papers on “Microfoundations of Value Creation, Knowledge and Engineering Management” attempts to find relevant solutions to how interactions amongst macro level variables are influenced by micro level actions and interactions (Felin, Foss, & Ployhart, 2015; Abell, Felin, & Foss, 2008). 

Accordingly, we ask prospective contributors to submit their best manuscript – empirical and theoretical – that extend our knowledge on following themes which are illustrative but not exhaustive, as: 

  • Cross-functional Teams and Knowledge Management
  • Firm Cognitive Capabilities and Knowledge Management 
  • Knowledge and Engineering Culture Management
  • Knowledge and Innovation Management 
  • Knowledge and R&D Management
  • Leadership, Culture and Technology Management 
  • Managerial Cognitions and Knowledge Management 
  • Market Orientation and Value Creation
  • Microfoundations of Technology Management 
  • Microfoundations of Value Creation
  • Organizational Learning Capabilities
  • Psychological Microfoundations of Knowledge and Engineering Management 
  • Resource Integration and Dynamic Capabilities
  • Stakeholder Engagement in Knowledge and Engineering Management
  • Value Co-creation and Competitive Advantage 

Notes for Prospective Authors

Submitted papers should not have been previously published nor be currently under consideration for publication elsewhere. 

Conference papers is only be submitted if the paper has been completely re-written and if appropriate written permissions have been obtained from any copyright holders of the original paper.

Manuscripts should be submitted through the publisher’s online system. Submissions will be reviewed according to the journal’s rigorous standards and procedures through double-blind peer review by at least two qualified reviewers. 

Submission Process 

Please prepare the manuscript according to IEEE-TEM’s guidelines (http://www.ieee-tems.org/guidelines-for-authors) and submit to the journal’s Manuscript Central site (https://mc.manuscriptcentral.com/tem-ieee). Please upload the paper on the IEEE TEM Editorial Manager clearly indicating it is submission for the IEEE TEM Special Issue on “Microfoundations of Value Creation, Knowledge and Engineering Management”. 

Schedule

  • Submission of the Full Paper: December 31st, 2022
  • Tentative date for double blind review outcome: July 30th, 2023
  • Final submission: September 30th, 2023
  • Tentative Publication: 2025-26

References

Abell, P., Felin, T., & Foss, N. (2008). Building microfoundations for the routines, capabilities, and performance links. Managerial and Decision Economics, 29, 489–502.

Al-Ahbabi, S., Singh, S.K., Gaur, S.S., & Balasubramanian, S. (2019). Employee perception of impact of knowledge management practices on public sector performance. Journal of Knowledge Management, 23(2): 351-373.

Barney, J., & Felin, T. (2013). What are microfoundations?. Academy of Management Perspectives27(2), 138-155.

Felin, T., Foss, N. J., & Ployhart, R. E. (2015). The microfoundations movement in strategy and organization theory. The Academy of Management Annals9(1), 575-632.

Freeman R.E., Harrison J.S., & Wicks AC. (2007). Managing for Stakeholders: Survival, Reputation and Success. Yale University Press: New Haven, CT.

Freeman, R. E. (2010). Managing for stakeholders: Trade-offs or value creation. Journal of Business Ethics96(1), 7-9.

Gold, A. H., Malhotra, A., & Segars, A. H. (2001). Knowledge management: An organizational capabilities perspective. Journal of management information systems, 18(1), 185-214.

Monalisa, M., Daim, T., Mirani, F., Dash, P., Khamis, R., & Bhusari, V. (2008). Managing global design teams. Research-Technology Management, 51(4), 48-59.

Parmar, B.L., Freeman, R.E., Harrison, J.S., Wicks, A.C., Purnell, L., de Colle, S. (2010). Stakeholder theory: the state of the art. Academy of Management Annals, 4(1): 403-445.

Sanders, E. B. N., & Stappers, P. J. (2008). Co-creation and the new landscapes of design. Co-design4(1), 5-18.

Santoro, G., Thrassou, A., Bresciani, S., & Del Giudice, M. (2019). Do Knowledge Management and Dynamic Capabilities Affect Ambidextrous Entrepreneurial Intensity and Firms’ Performance?. IEEE Transactions on Engineering Management, https://doi.org/10.1109/TEM.2019.2907874  

Singh, S.K., Del Giudice, M., Tarba, S.Y. & De Bernadi, P. (2019). Top management team shared leadership, market-oriented culture, innovation capability and firm performance. IEEE Transactions on Engineering Management, (Accepted & in press). https://doi.org/10.1109/TEM.2019.2946608  

Storbacka, K., Brodie, R. J., Böhmann, T., Maglio, P. P., & Nenonen, S. (2016). Actor engagement as a microfoundation for value co-creation. Journal of Business Research69(8), 3008-3017.

Tantalo, C., & Priem, R. L. (2016). Value creation through stakeholder synergy. Strategic Management Journal37(2), 314-329.

Vargo, S. L., & Lusch, R. F. (2016). Institutions and axioms: an extension and update of service-dominant logic. Journal of the Academy of Marketing Science44(1), 5-23.

Guest Co-Editor(s) Bios

Manlio Del Giudice, Ph. D. is Professor of Management, University of Rome “Link Campus” in Italy. He is affiliated as Research Full Professor of Entrepreneurship and Management at the Paris School of Business, in Paris, France. His research interests include knowledge management, entrepreneurship, technology transfer, and cross-cultural management. Professor Del Giudice has published in Journal of Business Research, Technological Forecasting and Social Change, Journal of Knowledge Management, R & D Management, IEEE Transactions on Engineering Management, The Journal of Technology Transfer, and International Marketing Review. He can be reached at manlio.delgiudice@oasipc.com

Sanjay Kumar Singh, Ph.D. is Associate Professor of Management in College of Business, Abu Dhabi University, Abu Dhabi, United Arab Emirates (UAE). His research interests include big data analytics, international HRM, innovation management, knowledge management, talent management, sustainability and ethics. Dr. Singh has published in Journal of Business Research, The International Journal of Human Resource Management, Asia Pacific Journal of Management, Personality and Individual Differences, Technological Forecasting and Social Change, Journal of Knowledge Management, International Journal of Information Management, IEEE Transactions on Engineering Management, and International Marketing Review. He can be reached at sanjay.singh@adu.ac.ae

Arvind Malhotra, Ph. D., is H. Allen Andrew Professor of Entrepreneurial Education and Professor of Strategy and Entrepreneurship at UNC Kennan-Flagler Business School, USA. He researches in areas namely, how brands leverage social media for creating a loyal customer base, successful open-innovation organizational and extra-organizational structures; adoption of innovative technology-based services, such as wireless, by consumers and organizations; and management of knowledge in extra-organizational contexts. Dr. Malhotra’s research has been published in leading academic journals such as Harvard Business Review, Sloan Management Review, Academy of Management Perspectives, Information Systems Research, MIS Quarterly, Journal of Service Research, Journal of Services Marketing, Journal of Academy of Marketing Sciences, Manufacturing and Service Operations Management, Journal of Management Information Systems, Journal of Knowledge Management and Communications of the ACM. He can be reached at Arvind_Malhotra@kenan-flagler.unc.edu 

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